ISO 21500 provides guidance and high-level descriptions of concepts and processes that are considered important in project management and that are important for, and have impact on, the performance of projects.
- ISO 10006:2003, Quality Management Systems Guidelines for quality management in projects,
- ISO 10007:2003, Quality Management Systems Guidelines for configuration management,
- ISO 31000:2009, Risk Management – Principles and guidelines, and
- some sector-specific standards in industries such as aerospace and IT.
An overview of ISO 21500:2012
- Senior managers and project sponsors
- Project managers, project management teams and project team members
- Developers of national or organizational standards
Key clauses of ISO 21500:2013
Clause 3: Project management concepts
This clause describes key concepts applicable to most projects and environments in which they are performed.
- Project management
- Organizational strategy and projects
- Project environment
- Project governance
- Projects and operations
- Stakeholders and project organization
- Competencies of project personnel
- Project life cycle
- Project constraints
- Relationship between project management concepts and processes
Clause 4: Project management processes
1. Process groups for the management of the project;
- Each process group consists of processes that are applicable to any project phase or project. These processes, defined in terms of purpose, description and primary inputs and outputs, are interdependent. The process groups are independent of application area or industry focus
2. Subject groups for collecting the processes by subject
- Each subject group consists of processes applicable to any project phase or project. These processes are defined in terms of purpose, description and primary inputs and outputs, and are interdependent. Subject groups are independent of application area or industry focus.
Link between ISO 21500 and other project management standards and methodologies
- Link with PRINCE2®
- Link with PMBOK
Similarities between ISO 21500 and PMBOK
Both standards (ISO 21500 and PMBOK, 5th Guide) are structured into project management stages and topics
Project management process groups
ISO 21500 divides project process groups into five processes. The comparison with the PMBoK Guide is illustrated below:
ISO 21500 divides the subjects into 10 groups. The comparison with the PMBoK Guide is illustrated below:
Link with ISO 10006
Until the release of ISO 21500:2012, the only ISO standard dealing with projects was ISO 10006, Quality Management Systems – Guidelines for quality management in projects. This international standard provides guidance on the application of quality management in projects. It does not serve as a guide in project management itself.
Project management – the business benefits
As with all major undertakings within an organization, it is essential to gain the backing and sponsorship of executive management. By far the best way to achieve this, rather than through highlighting the negative aspects of not having project management is to illustrate the positive gains of having an effective project management process in place.
- Enhanced efficiency in delivering services;
- Enhanced effectiveness in delivering services;
- Increased customer satisfaction;
- Improved growth and development within the team;
- Better standing and competitive edge;
- Increased opportunities to expand services;
- Better flexibility;
- Increased risk assessment; and
- Increase in quality and quantity of product/service.